The FNS APD Process

1. The FNS �APD Process� The Rules Your Clients Play By, and How to Help Them Win! LIZBETH STARTSLIZBETH STARTS

2. Session Contents The FNS �APD Process� and the role YOU play What we tell the States � your clients � about: The Power of the RFP Open Competition & Conflicts of Interest Contractor Selection Criteria and Bid Scoring FNS & Vendors � Areas of Common Interest Lizbeth starts.Lizbeth starts.

3. Who at FNS?? Responsibility for oversight of State Automation and Modernization efforts is shared - between the Regional Office SNAP or WIC program and the State Systems Office - SSO. Explain we are not HHS, we aren�t speaking for them, and when HHS says you can send all your correspondence to one person for all programs, they don�t mean US!Explain we are not HHS, we aren�t speaking for them, and when HHS says you can send all your correspondence to one person for all programs, they don�t mean US!

4. State Agency Advance Planning & Acquisition Documents Talk to your RO or SSO to find out who to submit documents to: Depending on your region, it will either be the Regional Administrator or the Program Director PLUS Lizbeth Silbermann, the SSO Chief And if you know who the correct SSO analyst is, you can cc: them directly So on this diagram, when we say State Systems Office, here, in blue, we mean Lizbeth and one of the analysts, and when we say FNS Regional Office, here, in Purple, we mean the Regional Administrator or Program Director. Talk to your RO or SSO to find out who to submit documents to: Depending on your region, it will either be the Regional Administrator or the Program Director PLUS Lizbeth Silbermann, the SSO Chief And if you know who the correct SSO analyst is, you can cc: them directly So on this diagram, when we say State Systems Office, here, in blue, we mean Lizbeth and one of the analysts, and when we say FNS Regional Office, here, in Purple, we mean the Regional Administrator or Program Director.

5. FNS breaks up the country into regions � not the same as HHS. Sorry!FNS breaks up the country into regions � not the same as HHS. Sorry!

6. Helping these States.Helping these States.

7. Working with these StatesWorking with these States

8. Helping these StatesHelping these States

9. Helping these States.Helping these States.

11. Coordination Within FNS States should expect a coordinated response from FNS. SSO � Lead on APD Process, Project Management and Technical Issues Region � Lead on Program Functionality

12. Our Role�..

14. EasyEasy

15. So that you can be happy, and feel like this!So that you can be happy, and feel like this!

16. And not like this, when you work with the Feds!And not like this, when you work with the Feds!

17. Why You Should Care! When vendors understand the process you can: Help states comply with it Avoid clients being caught in the middle Be aware of when the products that you create are subject to the federal process Planning docs Change orders that cross the threshold Status reports and/or components of the APDUs Lizbeth ends. Handoff to Karen after this slide.Lizbeth ends. Handoff to Karen after this slide.

18. Advance Planning Document Process Karen Starts. Parallels standard project management methodology for a system lifecycle project (and real life too!) It is a cycle of life � planning to planningKaren Starts. Parallels standard project management methodology for a system lifecycle project (and real life too!) It is a cycle of life � planning to planning

19. Advance Planning Documents Planning Advance Planning Document (PAPD) Implementation Advance Planning Document (IAPD) IAPD Update (IAPDU) IAPDU As-Needed These are the planning documents that will require FNS review at various stages depending on the project. - All of these are about getting FNS approval before the State spends Federal funds. These are the planning documents that will require FNS review at various stages depending on the project. - All of these are about getting FNS approval before the State spends Federal funds.

20. Procurement Documents Request For Proposal (RFP) Contract These are procurement documents that require FNS review. - These require FNS approval to assure fair and open competition. RFI � Don�t require FNS approval. They are Not a procurement vehicle. They are for information gathering.These are procurement documents that require FNS review. - These require FNS approval to assure fair and open competition. RFI � Don�t require FNS approval. They are Not a procurement vehicle. They are for information gathering.

21. Advance Planning Documents Planning Advance Planning Document (PAPD) Implementation Advance Planning Document (IAPD) IAPD Update (IAPDU) IAPDU As-Needed Emergency Acquisition Request (EAR) So, planning documents first.So, planning documents first.

22. PAPDPlanning Advance Planning Document Planning Advance Planning Document � before they do anything!Planning Advance Planning Document � before they do anything!

24. Purpose of a PAPD PAPD is a brief document that: Requests prior approval and Federal funds to explore the feasibility of new system initiatives Describes the planning activities Estimates the cost and timeline of planning Identifies and prepares for acquisition activities READ SLIDE Note that last bullet � Identifies and prepares for acquisition activities. This is where a state tells us that they want to hire contractors or consultants to help them with the planning process. They describe the tasks or roles they want contractors to fulfill and the approximate cost of those services. If a state is talking to you about these services, we hope one of the first things you�ll do is ask them if they�ve submitted a PAPD to the feds. If it�s been awhile since the state did a project, or if there�s been turnover in staff or leadership, they may not be very familiar with the Federal requirements. It can slow them down or cost them their federal funding if they get into their planning process, and even into a procurement, before they tell us about it. That can slow YOU down, or risk the state cutting the scope of work due to lack of funding. So sometimes it�s in YOUR interest, to ask if they�ve checked in with us.READ SLIDE Note that last bullet � Identifies and prepares for acquisition activities. This is where a state tells us that they want to hire contractors or consultants to help them with the planning process. They describe the tasks or roles they want contractors to fulfill and the approximate cost of those services. If a state is talking to you about these services, we hope one of the first things you�ll do is ask them if they�ve submitted a PAPD to the feds. If it�s been awhile since the state did a project, or if there�s been turnover in staff or leadership, they may not be very familiar with the Federal requirements. It can slow them down or cost them their federal funding if they get into their planning process, and even into a procurement, before they tell us about it. That can slow YOU down, or risk the state cutting the scope of work due to lack of funding. So sometimes it�s in YOUR interest, to ask if they�ve checked in with us.

25. FNS Timeframes 60 DAYS We try to beat our own deadline whenever possible, but� And you might as well write this one on your project plan in ink � everything takes 60 days. We try to beat our own deadline whenever possible, but� And you might as well write this one on your project plan in ink � everything takes 60 days.

26. Do the math! 50 statesDo the math! 50 states

27. Two Programs!Two Programs!

28. Some States have multiple systems per program! California, Georgia, and New York are examplesSome States have multiple systems per program! California, Georgia, and New York are examples

29. ITOs and Territories!ITOs and Territories!

30. A minimum of 3-6 documents per project A minimum of 3-6 documents per project

31. Six of us!Six of us!

32. 50 States x 2 programs (WIC & FSP) + states with multiple systems + WIC ITOs & US territories x ~3-6 docs/project � 6 of us ---------------- 60 days That�s calculus, FNS style. If you do the math, we often need the 60 days. Just plan on it. We are held accountable for that. That�s calculus, FNS style. If you do the math, we often need the 60 days. Just plan on it. We are held accountable for that.

33. OK, so the PAPD is approved� THEN WHAT? Then the state, sometimes with the help of planning contractors, actually does the things that the PAPD said they were going to do� Carry out the planning activitiesThen the state, sometimes with the help of planning contractors, actually does the things that the PAPD said they were going to do� Carry out the planning activities

34. These are the major activities that occur during the planning phase of a project. meeting with stakeholders, gathering data, comparison of options, analysis, budget estimating, � all that stuff If you are a planning contractor, the state is hiring you for your expertise in these fields. But chances are, they expect you to know how to help them satisfy Federal requirements too. When we�ve offered training to states in the past, they occasionally ask if they can send their contractor to our training, to learn how to write Federally-required documents. And to tell the truth, we�re a little amazed. Most planning RFP�s include the task of writing the Federal docs. If the planning contractor doesn�t know how to write the documents that will help secure approval and funding, how did they get the job?! Or we�ll get calls or emails from planning contractors asking questions what should be in the IAPD. We�re happy to provide technical assistance, but we pretty much expect that you will have read Handbook 901 before you dial the phone! These are the major activities that occur during the planning phase of a project. meeting with stakeholders, gathering data, comparison of options, analysis, budget estimating, � all that stuff If you are a planning contractor, the state is hiring you for your expertise in these fields. But chances are, they expect you to know how to help them satisfy Federal requirements too. When we�ve offered training to states in the past, they occasionally ask if they can send their contractor to our training, to learn how to write Federally-required documents. And to tell the truth, we�re a little amazed. Most planning RFP�s include the task of writing the Federal docs. If the planning contractor doesn�t know how to write the documents that will help secure approval and funding, how did they get the job?! Or we�ll get calls or emails from planning contractors asking questions what should be in the IAPD. We�re happy to provide technical assistance, but we pretty much expect that you will have read Handbook 901 before you dial the phone!

35. Planning ActivitiesMANAGING EXPECTATIONS How many of you have been involved in a project to build a complex new multi-program system, and were surprised when the state seemed to realize only at the time of the pilot that it was going to take longer to enter a case than it did in their old, simpler system? One of the most important planning activities is helping the State manage expectations. How many of you have been involved in a project to build a complex new multi-program system, and were surprised when the state seemed to realize only at the time of the pilot that it was going to take longer to enter a case than it did in their old, simpler system? One of the most important planning activities is helping the State manage expectations.

36. You have probably seen that by the time they hire you, they have already offered some pretty amazing projections for the future in their bid to get the support of their governor or legislator. And they aren�t being deceptive, just maybe a bit too optimistic sometimes. You have probably seen that by the time they hire you, they have already offered some pretty amazing projections for the future in their bid to get the support of their governor or legislator. And they aren�t being deceptive, just maybe a bit too optimistic sometimes.

37. We�ve seen states promising that their new system will allow huge staffing cuts because everything will be automated. It will generate huge cost savings because of the improved accuracy rate, cutting staff, eliminating paper, using less office space and allowing less skilled workers to do some of the jobs. And while we all hope that SOME of these benefits may be realized, experience has shown that everything is a trade-off. Less skilled workers often means higher error rates, not lower. Eliminating paper might save on office space, but that will be offset somewhat by the cost of imaging hardware, software, servers and training. We�ve seen states promising that their new system will allow huge staffing cuts because everything will be automated. It will generate huge cost savings because of the improved accuracy rate, cutting staff, eliminating paper, using less office space and allowing less skilled workers to do some of the jobs. And while we all hope that SOME of these benefits may be realized, experience has shown that everything is a trade-off. Less skilled workers often means higher error rates, not lower. Eliminating paper might save on office space, but that will be offset somewhat by the cost of imaging hardware, software, servers and training.

38. So planning consultants, FNS will thank you, and your colleagues who will be hired later to carry out these irrationally exuberant projections, will thank you for helping the states set realistic expectations from the beginning, and manage them throughout the process. Help states understand what the trade-offs are, and what�s really achievable. Remember the old adage �under promise and over-deliver�? You planning contractors are the first step of that. Help states under-promise a little. And later the DDI contractors can help them over-deliver. Karen ends. Handoff to Lizbeth.So planning consultants, FNS will thank you, and your colleagues who will be hired later to carry out these irrationally exuberant projections, will thank you for helping the states set realistic expectations from the beginning, and manage them throughout the process. Help states understand what the trade-offs are, and what�s really achievable. Remember the old adage �under promise and over-deliver�? You planning contractors are the first step of that. Help states under-promise a little. And later the DDI contractors can help them over-deliver. Karen ends. Handoff to Lizbeth.

39. IAPDImplementation Advance Planning Document Lizbeth begins. So there we are. The outcome of the planning process is that a whole bunch of stuff that was UNKNOWN is now KNOWN! a list of all the things your new system must do. an idea of the best approach to getting a system that will do all that. an estimated budget. a target schedule. a list of activities and milestones. A management plan for what the state will do, and how they will oversee the things that contractors will do. And regardless of how the state packages all that stuff for the legislature, or the governor, or the CIOs office, or whoever, when it�s packaged it for FNS � it makes up the IAPD! Lizbeth begins. So there we are. The outcome of the planning process is that a whole bunch of stuff that was UNKNOWN is now KNOWN! a list of all the things your new system must do. an idea of the best approach to getting a system that will do all that. an estimated budget. a target schedule. a list of activities and milestones. A management plan for what the state will do, and how they will oversee the things that contractors will do. And regardless of how the state packages all that stuff for the legislature, or the governor, or the CIOs office, or whoever, when it�s packaged it for FNS � it makes up the IAPD!

40. Purpose of an IAPD Culmination of the planning process Reflects the results of the analysis and feasibility of various automation alternatives Reflects the design and description of the automation project The IAPD represents all the homework that a state needs to do to be sure that they know what they want, why they want it, why it�s the right choice, how they are going to get it, who is going to manage it, how much it is likely to cost, how long it will take to get it, and how it should function. The IAPD represents all the homework that a state needs to do to be sure that they know what they want, why they want it, why it�s the right choice, how they are going to get it, who is going to manage it, how much it is likely to cost, how long it will take to get it, and how it should function.

41. Purpose of an IAPD Provides an initial management plan for acquiring, developing, testing, and implementing the selected alternative(s) Requests prior approval and Federal funding from FNS

42. Components of an IAPD Feasibility Study/Alternatives Analysis/Cost-Benefit Analysis Functional Requirements Management Plan Schedule Budget Take a deep breath � there are 15 components of an IAPD! Here are the biggies. There are other general plans that are roughed out in the IAPD, and filled in with more detail later when the project and the system take shape.Take a deep breath � there are 15 components of an IAPD! Here are the biggies. There are other general plans that are roughed out in the IAPD, and filled in with more detail later when the project and the system take shape.

43. FNS Timeframes 60 DAYS Yup � that�s right. 60 days.Yup � that�s right. 60 days.

44. 44 No talk, click throughNo talk, click through

45. OK, so your IAPD is approved� THEN WHAT? Then the state actually does the things that the IAPD said they were going to do� Usually hire a contractor, and Carry out the design, development, and implementation activities � manage their project wisely, manage risk, involve all their stakeholders, build their solutions, test, pilot, and rollout.Then the state actually does the things that the IAPD said they were going to do� Usually hire a contractor, and Carry out the design, development, and implementation activities � manage their project wisely, manage risk, involve all their stakeholders, build their solutions, test, pilot, and rollout.

46. Now this should look very familiar to the system development or integrator vendors in the room. These are the major activities that occur during the implementation phase of a project. Now this should look very familiar to the system development or integrator vendors in the room. These are the major activities that occur during the implementation phase of a project.

47. Testing Testing Testing! FNS has very high expectations for the rigor and standards of testing. We want to see unit, integration, end-to-end, UAT, regression � the whole nine yards. Discuss new Farm Bill Requirements.FNS has very high expectations for the rigor and standards of testing. We want to see unit, integration, end-to-end, UAT, regression � the whole nine yards. Discuss new Farm Bill Requirements.

48. Training What Makes Training Effective? Incorporates UAT results Is scheduled �just in time� Is �hands on� Does not end at rollout We�ve seen how training can make or break implementation. A perfect system can still fail if nobody knows how to use it. We�ve seen how training can make or break implementation. A perfect system can still fail if nobody knows how to use it.

49. Once you get past UAT, there one last test � and it�s a big one - Pilot Test! We take this very seriously. Once you get past UAT, there one last test � and it�s a big one - Pilot Test! We take this very seriously.

50. Pilot Test What a Pilot Should Not Be: Simply the first phase of rollout A formality to proceed What a Pilot Should Be: The extension of system testing into the real world A real test of the system Don�t let the schedule override all other considerations. Don�t let the schedule override all other considerations.

51. During the planning phase (while carrying out the activities in the approved PAPD)�. CONSULTANTS� Ok, so now that you know about the documents and the approval process, you are wondering �WHEN DO THEY GET TO HIRE US??!!� Well, as we�ve discussed a little, there are of course vendors who specialize in the planning phase.CONSULTANTS� Ok, so now that you know about the documents and the approval process, you are wondering �WHEN DO THEY GET TO HIRE US??!!� Well, as we�ve discussed a little, there are of course vendors who specialize in the planning phase.

52. Planning & Procurement documents project flow PAPD Walk thru the flow.Walk thru the flow.

53. During the Implementation Phase (while carrying out the activities in the approved IAPD)� Project management Development contractor QA contractor IV&V Communications Training ??? And there are vendors who specialize in the design, development, and implementation roles. And there are vendors who specialize in the design, development, and implementation roles.

54. IAPD & procurement documents project flow IAPD Walk thru the flowWalk thru the flow

55. FNS Thresholds for RFP Approval FSP > $5M total acquisition cost WIC > $100K total acquisition cost FSP > $1M total acquisition cost WIC > $100K total acquisition cost

56. FNS Timeframes 60 DAYS For any procurement, the state has to allow at least 60 days for FNS review and approval of the RFP. Sometimes longer if there are complicated concerns to be worked out. So if you have heard that a procurement is pending, this is part of it. We encourage states to post supporting documentation, such as the bidders library, and even a notice of intent, in advance of the release of the RFP, so that bidders have extra time to prepare. By the way - After all the work it took a state to get that RFP posted, they are sometimes in a hurry when they reach this point, and try to make up for lost time by shortening the time the RFP is open. We generally insist on at least 60 days for that too. And we know that�s BARELY enough to assure a competitive field. 90 days is better. FNS would approve less than 60 days only in very unique circumstances.For any procurement, the state has to allow at least 60 days for FNS review and approval of the RFP. Sometimes longer if there are complicated concerns to be worked out. So if you have heard that a procurement is pending, this is part of it. We encourage states to post supporting documentation, such as the bidders library, and even a notice of intent, in advance of the release of the RFP, so that bidders have extra time to prepare. By the way - After all the work it took a state to get that RFP posted, they are sometimes in a hurry when they reach this point, and try to make up for lost time by shortening the time the RFP is open. We generally insist on at least 60 days for that too. And we know that�s BARELY enough to assure a competitive field. 90 days is better. FNS would approve less than 60 days only in very unique circumstances.

57. HHS Easier on you if we talk and agree! Another reason why we need that 60 days: We want to TRY to be consistent with our friends at ACF and CMS. We know it�s easier on the state if we talk to each other as we are reviewing, and try to provide a coordinated response. Lizbeth ends. Handoff to Karen.Another reason why we need that 60 days: We want to TRY to be consistent with our friends at ACF and CMS. We know it�s easier on the state if we talk to each other as we are reviewing, and try to provide a coordinated response. Lizbeth ends. Handoff to Karen.

58. Karen starts. We like to tell states that a project is like a long journey, and they are going to need three ships.Karen starts. We like to tell states that a project is like a long journey, and they are going to need three ships.

59. Stewardship Ownership Partnership For those of you who missed this in Elementary school � this is actually the translation of Pinta, Nina and Santa Maria!For those of you who missed this in Elementary school � this is actually the translation of Pinta, Nina and Santa Maria!

60. Stewardship When a project is responsible for spending State and Federal dollars, MILLIONS of dollars, we hope they have a strong commitment to stewardship. In SNAP, there are state dollars involved, and the project leadership is likely accountable to department heads, the governor, the legislature, or ALL of these, to show fiscal responsibility. And of course, the state is accountable for Federal funds � to FNS, to auditors, to congress, to the public and to the press. When a project is responsible for spending State and Federal dollars, MILLIONS of dollars, we hope they have a strong commitment to stewardship. In SNAP, there are state dollars involved, and the project leadership is likely accountable to department heads, the governor, the legislature, or ALL of these, to show fiscal responsibility. And of course, the state is accountable for Federal funds � to FNS, to auditors, to congress, to the public and to the press.

61. Partnership Partnership is critical. Projects are all about partnerships � with the procurement office, the IT department technology experts, the program policy experts, the fiscal office, advocacy groups, with FNS and more. And of course, some of the most important partnerships are with you � the contractors. Partnership is critical. Projects are all about partnerships � with the procurement office, the IT department technology experts, the program policy experts, the fiscal office, advocacy groups, with FNS and more. And of course, some of the most important partnerships are with you � the contractors.

62. But the most important ship in the fleet, the FLAGSHIP, is OWNERSHIP. We want states to understand THEY have to own the project. They can hire one contractor to help plan it, another to be the project manager, another to build it, another to monitor the quality of the results, and so on. But THEY HAVE TO OWN IT. We know they hire contractors because you don�t have the time, the skills, the staff, the resources, to do all these things themselves. If they knew how to build a system, or do testing, or write federally approvable documents, they wouldn�t have to hire you. They do need you. They do have to rely on you. But they can�t turn over the helm of the ship to contractors. When a state sets up a web of contractors and then thinks that all that expertise will take care of itself� that�s when projects start to sink. So we encourage states to write RFPs and handle the procurement process in a way that helps them keep control of that flagship. Helps them keep OWNERSHIP of your project right from the start. But the most important ship in the fleet, the FLAGSHIP, is OWNERSHIP. We want states to understand THEY have to own the project. They can hire one contractor to help plan it, another to be the project manager, another to build it, another to monitor the quality of the results, and so on. But THEY HAVE TO OWN IT. We know they hire contractors because you don�t have the time, the skills, the staff, the resources, to do all these things themselves. If they knew how to build a system, or do testing, or write federally approvable documents, they wouldn�t have to hire you. They do need you. They do have to rely on you. But they can�t turn over the helm of the ship to contractors. When a state sets up a web of contractors and then thinks that all that expertise will take care of itself� that�s when projects start to sink. So we encourage states to write RFPs and handle the procurement process in a way that helps them keep control of that flagship. Helps them keep OWNERSHIP of your project right from the start.

63. The State needs: Knowledge Confidence Backing States DON�T have to have all the knowledge and skills that contractors do � but they DO have to have enough knowledge, expertise, and confidence, and BACKING to:States DON�T have to have all the knowledge and skills that contractors do � but they DO have to have enough knowledge, expertise, and confidence, and BACKING to:

64. State staff MUST: Know what they want Describe it accurately Recognize what resources they need to hire Describe them accurately Hire the contractor that has the right stuff Use tools to hold contractor accountable KNOW WHAT THEY WANT Describe it accurately � this is what goes into the RFP Recognize what resources they need to hire � this means having a clear and complete grasp of what resources, skills and strengths they already have Describe them accurately � if they can�t describe the skills they expect the contractor to have, choosing one is like pin the tail on the donkey - blindfolded Recognize when a contractor has it � this means meaningful selection criteria, a logical points system, correct weights for each of your criteria, and a selection team that is trained and committed And we want states to Use the tools once they are created! States put careful legal wording into the RFP and contract, along with a lot of time, and a little blood! All that work, and blood, and legal language, is there to protect them. We want them to write it as if they are going to need it! And when or if they do � USE IT! KNOW WHAT THEY WANT Describe it accurately � this is what goes into the RFP Recognize what resources they need to hire � this means having a clear and complete grasp of what resources, skills and strengths they already have Describe them accurately � if they can�t describe the skills they expect the contractor to have, choosing one is like pin the tail on the donkey - blindfolded Recognize when a contractor has it � this means meaningful selection criteria, a logical points system, correct weights for each of your criteria, and a selection team that is trained and committed And we want states to Use the tools once they are created! States put careful legal wording into the RFP and contract, along with a lot of time, and a little blood! All that work, and blood, and legal language, is there to protect them. We want them to write it as if they are going to need it! And when or if they do � USE IT!

65. What States want Reasonable cost Low risk Reliable outcome Happy Execs On time Happy users No bad press What you want Don�t get me wrong. INDICATE SLIDE All the things that the State wants are what contractors have to achieve in order to make a profit. If the State isn�t happy, if their execs or legislatures aren�t happy, if the project isn�t a success, then you, as contractors can�t market that success to other potential customers and win more contracts. Good companies know that your clients� success is your success. But you are vendors, not non-profits, for a reason. You are not in business to feed America. We are, and States are. You are in business to make a profit at planning, or developing, or implementing, or evaluating computer systems. We tell states to keep their goals in mind. You are their partners, and you want that to be a successful partnership as much as they do. But your CEOs or CFOs will never lose sight of your corporate objectives. States must not lose sight of theirs. Don�t get me wrong. INDICATE SLIDE All the things that the State wants are what contractors have to achieve in order to make a profit. If the State isn�t happy, if their execs or legislatures aren�t happy, if the project isn�t a success, then you, as contractors can�t market that success to other potential customers and win more contracts. Good companies know that your clients� success is your success. But you are vendors, not non-profits, for a reason. You are not in business to feed America. We are, and States are. You are in business to make a profit at planning, or developing, or implementing, or evaluating computer systems. We tell states to keep their goals in mind. You are their partners, and you want that to be a successful partnership as much as they do. But your CEOs or CFOs will never lose sight of your corporate objectives. States must not lose sight of theirs.

66. What we want Fair and competition Stewardship of Federal funds A process that results in access & integrity in benefit delivery A process that holds up to legal challenges Evidence that the State is in control of its own destiny Just for the record�. We are partners in this too. Contrary to how it might feel when we are picking apart an RFP, we are stakeholders. It IS our job to feed America. (READ THE BULLETS) I�m going to use this nice green graphic to point out all the places where OPEN competition part of the procurement process.Just for the record�. We are partners in this too. Contrary to how it might feel when we are picking apart an RFP, we are stakeholders. It IS our job to feed America. (READ THE BULLETS) I�m going to use this nice green graphic to point out all the places where OPEN competition part of the procurement process.

67. The same contractor should NEVER define the work and then bid on it do the work, and then evaluate it. One aspect of open competition is preventing conflicts of interest. The most common is a very quid pro quo situation - somebody in the state, for example, has influence over the selection of a contractor, and then that contractor provides a benefit in return, like giving a family member a job. But there are lots of less blatant types of conflict of interest. One that we sometimes see is role expansion � a vendor who has a good relationship with a state expanding its role into inappropriate territory. It comes down to two simple principles�One aspect of open competition is preventing conflicts of interest. The most common is a very quid pro quo situation - somebody in the state, for example, has influence over the selection of a contractor, and then that contractor provides a benefit in return, like giving a family member a job. But there are lots of less blatant types of conflict of interest. One that we sometimes see is role expansion � a vendor who has a good relationship with a state expanding its role into inappropriate territory. It comes down to two simple principles�

68. Implementation RFP Used to hire professional and technical skill sets to design a new system, write or adapt the software, produce documentation, and test and implement the system. The things we�ve said about fair and open competition, and conflicts of interest apply to ANY RFP, for any services. But Now we�re going to talk about an RFP for development or transfer and implementation. READ SLIDE The things we�ve said about fair and open competition, and conflicts of interest apply to ANY RFP, for any services. But Now we�re going to talk about an RFP for development or transfer and implementation. READ SLIDE

69. Components of an RFP Introduction & Overview Current processing environment Workload data New system environment (including projected growth) WE HAVE 5 SLIDES OF �COMPONENTS� � so if you want to follow along, keep track of the big numbers in the lower right! The first components is the introduction and overview� Current processing environment � Not just the TECHNICAL environment. Tell vendors: who you are, what your mission is, how you do business, where you operate, who you serve, what your product is how you deliver it. what the operating system is, the database platform, applications used, hardware configuration, and components that must remain compatible. why you need to replace it. Be clear and specific. what the workload data is � volumes of regular and peak loads. How many workers, how many customers, how many on the system at one time, how many transactions per minute, hour or day, how big is the current database? Estimates for incremental growth over the life of the new system. New system environment � what operating system, architecture and database platform you want. Do you want it web-based? Do you want it housed in your central data center? Be as specific and descriptive as possible. WE HAVE 5 SLIDES OF �COMPONENTS� � so if you want to follow along, keep track of the big numbers in the lower right! The first components is the introduction and overview� Current processing environment � Not just the TECHNICAL environment. Tell vendors: who you are, what your mission is, how you do business, where you operate, who you serve, what your product is how you deliver it. what the operating system is, the database platform, applications used, hardware configuration, and components that must remain compatible. why you need to replace it. Be clear and specific. what the workload data is � volumes of regular and peak loads. How many workers, how many customers, how many on the system at one time, how many transactions per minute, hour or day, how big is the current database? Estimates for incremental growth over the life of the new system. New system environment � what operating system, architecture and database platform you want. Do you want it web-based? Do you want it housed in your central data center? Be as specific and descriptive as possible.

70. Components of an RFP Solicitation Instructions and Conditions �Boilerplate� language � legal and purchasing requirements Proposal structure and content Procurement schedule Q&A process Submission process The next component is the Solicitation Instructions and Conditions� Proposal Structure and Content�Describes expected proposal appearance and organization, attachments, supplements, and other supporting documentation expected. Detailed procurement schedule. Rough project schedule is later. All of these things would be nearly the same no matter what kind of services you are procuring through this RFP.The next component is the Solicitation Instructions and Conditions� Proposal Structure and Content�Describes expected proposal appearance and organization, attachments, supplements, and other supporting documentation expected. Detailed procurement schedule. Rough project schedule is later. All of these things would be nearly the same no matter what kind of services you are procuring through this RFP.

71. Components of an RFP Statement of Work (SOW) � the MEAT! Desired project schedule Deliverables Installation, Conversion, Maintenance requirements Personnel requirements Functional requirements So this is where States have to devote serious time and effort to describing what they want, How they want it to look and function, What they expect the contractor to do, and what defines a successful outcome. How long they think it should take, and why. The state should define the level of professional staff they expect, and their requirements that vendor staff that is offered in the proposal must STAY on your project . The state should outline all the tasks they want done � not just the deliverables, but the performance requirements in addition to concrete deliverables. So this is where States have to devote serious time and effort to describing what they want, How they want it to look and function, What they expect the contractor to do, and what defines a successful outcome. How long they think it should take, and why. The state should define the level of professional staff they expect, and their requirements that vendor staff that is offered in the proposal must STAY on your project . The state should outline all the tasks they want done � not just the deliverables, but the performance requirements in addition to concrete deliverables.

72. FReD Before we go on, I want to take just a minute to talk more about The Functional Requirements Document � the FRD, or FReD. CLICK We know that writing this is REALLY HARD. And we�re sorry. CLICK It can take MONTHS for a state to analyze its existing operations and program rules and define the requirements, one by one, that the new system must fulfill. There�s just no way to build a system without detailed requirements. CLICK So it�s tempting for a state to just borrow a FReD from another state, especially if they already are pretty sure they want to transfer or adapt that state�s system. CLICK We tell states: The FRD is where you describe all of the inputs into your system, the processes and the outputs. And while it�s true that there are a lot of similarities among states, just as there are a lot of Freds in the world, CLICK none of them is exactly like you. There may be FReD guidance provided by FNS. It�s also not exactly like you. CLICK The world is full of Freds! Some of them have many fine qualities. CLICK But �Before we go on, I want to take just a minute to talk more about The Functional Requirements Document � the FRD, or FReD. CLICK We know that writing this is REALLY HARD. And we�re sorry. CLICK It can take MONTHS for a state to analyze its existing operations and program rules and define the requirements, one by one, that the new system must fulfill. There�s just no way to build a system without detailed requirements. CLICK So it�s tempting for a state to just borrow a FReD from another state, especially if they already are pretty sure they want to transfer or adapt that state�s system. CLICK We tell states: The FRD is where you describe all of the inputs into your system, the processes and the outputs. And while it�s true that there are a lot of similarities among states, just as there are a lot of Freds in the world, CLICK none of them is exactly like you. There may be FReD guidance provided by FNS. It�s also not exactly like you. CLICK The world is full of Freds! Some of them have many fine qualities. CLICK But �

73. Some don�t. Wouldn�t it be a shame if you got the wrong FReD! And the wrong system?Some don�t. Wouldn�t it be a shame if you got the wrong FReD! And the wrong system?

74. Don�t start from scratch! They don�t have to start from scratch. They can�t COPY another state�s RFP, but they CAN LEARN A LOT by reading and adapting if they don�t know where to begin to describe their requirements. And they can use another states detailed functional design document as a guide too, if there is a specific state model that they�d like to transfer or adapt. And here�s an important aspect of looking at other state�s RFPs � Ask other states if CLICK FLY they got the results they originally asked for, CLICK FLY with relatively few change orders, CLICK FLY close to their original budget and schedule, or CLICK FLY won the disagreements or even legal battles that occurred during the process. If they did all that, it means they wrote a strong, accurate RFP, managed their project well and enforced the terms of their contract. They don�t have to start from scratch. They can�t COPY another state�s RFP, but they CAN LEARN A LOT by reading and adapting if they don�t know where to begin to describe their requirements. And they can use another states detailed functional design document as a guide too, if there is a specific state model that they�d like to transfer or adapt. And here�s an important aspect of looking at other state�s RFPs � Ask other states if CLICK FLY they got the results they originally asked for, CLICK FLY with relatively few change orders, CLICK FLY close to their original budget and schedule, or CLICK FLY won the disagreements or even legal battles that occurred during the process. If they did all that, it means they wrote a strong, accurate RFP, managed their project well and enforced the terms of their contract.

75. Tasks and Deliverables: Create a detailed project timeline Guide state through design or functional verification process Document requirements and tech specs Write or adapt the application code Create user and technical documentation Conduct testing Convert data from the old system Conduct or support training Operate or train the Help Desk Now, in addition to the functional requirements of a system, that RFP should also define specifically what tasks and deliverables the State wants the contractor to perform, right? So, here are some really basic examples of the SPECIFIC types of tasks and deliverables for a development and implementation contractor. And some of these, like, say �conduct testing� actually break down into many separate specific tasks and deliverables. Now, in addition to the functional requirements of a system, that RFP should also define specifically what tasks and deliverables the State wants the contractor to perform, right? So, here are some really basic examples of the SPECIFIC types of tasks and deliverables for a development and implementation contractor. And some of these, like, say �conduct testing� actually break down into many separate specific tasks and deliverables.

76. Here�s a clue for states! If they can�t describe what they want, they are not ready to issue an RFP! If they find themselves (or their planning contractor) preparing an RFP with a lot of vague language about �efficiency� and �effectiveness� and �better management tools� and �better customer service� and that leaves it entirely up to the vendors to tell them what�s best for them � they are not ready to issue an RFP! Those things are OUTCOMES, and yes, you need those in there too. But they are not concrete requirements, tasks, deliverables, and FUNCTIONAL AND TECHNICAL SPECIFICATIONS. Here�s a clue for states! If they can�t describe what they want, they are not ready to issue an RFP! If they find themselves (or their planning contractor) preparing an RFP with a lot of vague language about �efficiency� and �effectiveness� and �better management tools� and �better customer service� and that leaves it entirely up to the vendors to tell them what�s best for them � they are not ready to issue an RFP! Those things are OUTCOMES, and yes, you need those in there too. But they are not concrete requirements, tasks, deliverables, and FUNCTIONAL AND TECHNICAL SPECIFICATIONS.

77. States shouldn�t be doing an Ilsa. Some of you who were in the final session last year might know what an Ilsa is. Remember that wonderful scene in Casa Blanca when Ilsa goes to see Rick late at night, and after they talk for awhile, and can�t work things out, she finally says �I can�t think anymore Rick, you�ll have to do the thinking for both of us!� Great movie. Great line. Bad way to choose a contractor! States shouldn�t be doing an Ilsa. Some of you who were in the final session last year might know what an Ilsa is. Remember that wonderful scene in Casa Blanca when Ilsa goes to see Rick late at night, and after they talk for awhile, and can�t work things out, she finally says �I can�t think anymore Rick, you�ll have to do the thinking for both of us!� Great movie. Great line. Bad way to choose a contractor!

78. Here�s another clue �Here�s another clue �

79. Rely on bidders� questions to clarify things you didn�t explain fully. Bid the product they built for the last customer Guess Bid high enough to cover the unknowns States must NOT rely on bidders to ask questions during the Q&A phase of the process to clarify anything that they didn�t describe well. Some vendors will. The Q&A period of the RFP process is very valuable to both sides. CLICK FLY Others will simply bid the product that they already have in another state. (Which is fine, if that�s what the RFP asked for!) CLICK FLY Others will fill in gaps with guesses. CLICK FLY And still others will simply bid high enough to cover the unknowns you left in your requirements. AND WE CAN�T BLAME YOU if states didn�t make it clear what they want!States must NOT rely on bidders to ask questions during the Q&A phase of the process to clarify anything that they didn�t describe well. Some vendors will. The Q&A period of the RFP process is very valuable to both sides. CLICK FLY Others will simply bid the product that they already have in another state. (Which is fine, if that�s what the RFP asked for!) CLICK FLY Others will fill in gaps with guesses. CLICK FLY And still others will simply bid high enough to cover the unknowns you left in your requirements. AND WE CAN�T BLAME YOU if states didn�t make it clear what they want!

80. So what??? So what, the state asks? What are the risks of not being specific enough? Why can�t I let the bidders propose options? The industry has the experts, right? �So what, the state asks? What are the risks of not being specific enough? Why can�t I let the bidders propose options? The industry has the experts, right? �

81. �Pay me now or Pay me later� We want states to understand : If you don�t know what your own goals, needs, and expectations are before you start, there is a 100% chance that when you get into the actual process of going over your requirements and defining your system functionality during the design process, you will start to realize what you REALLY want and need, and your project will be awash in CHANGE ORDERS! CLICK That �fixed price� contract you signed CLICK becomes only the beginning of what you will pay to get what you REALLY need, since you didn�t have a clue up front. We all know that fixed price contracts aren�t very fixed. But there�s a big difference between reasonable, controlled changes in a well-managed project and rampant, budget-blowing scope creep. So, now I want you to picture the CRRREEEEEPIest character you know�We want states to understand : If you don�t know what your own goals, needs, and expectations are before you start, there is a 100% chance that when you get into the actual process of going over your requirements and defining your system functionality during the design process, you will start to realize what you REALLY want and need, and your project will be awash in CHANGE ORDERS! CLICK That �fixed price� contract you signed CLICK becomes only the beginning of what you will pay to get what you REALLY need, since you didn�t have a clue up front. We all know that fixed price contracts aren�t very fixed. But there�s a big difference between reasonable, controlled changes in a well-managed project and rampant, budget-blowing scope creep. So, now I want you to picture the CRRREEEEEPIest character you know�

82. A dementor, for you Harry Potter fans�A dementor, for you Harry Potter fans�

83. Gollum � for Lord of the rings fansGollum � for Lord of the rings fans

84. Your mother in lawYour mother in law

85. Now, whatever your creeeeepiest image is�. Now, whatever your creeeeepiest image is�.

86. Picture that CREEP carrying away ALL THE MONEY. That is SCOPE CREEP! And that is what happens when states aren�t clear and detailed in the RFP, and later, in the detailed design phase. To clarify: We do NOT tell states that vendors are creepy, or that they are thieves. This is about SCOPE creep, and we put the responsibility on states to manage it. Picture that CREEP carrying away ALL THE MONEY. That is SCOPE CREEP! And that is what happens when states aren�t clear and detailed in the RFP, and later, in the detailed design phase. To clarify: We do NOT tell states that vendors are creepy, or that they are thieves. This is about SCOPE creep, and we put the responsibility on states to manage it.

87. Components of an RFP Management Plan Identify who the contractor will report to Describe the project management structure Define the type and frequency of status reports required Specify who will review and approval of work performed Clarify roles of state staff and other contractors Ok, back to the components of an RFP - #4 � The Management Plan This is where the state outlines its own roles and responsibilities, and what the process will be for holding contractors accountable for their work Who the contractor will report to How often the state expects formal and informal reporting Any specific reporting tools or methods required How contractor work and deliverables will be evaluated and the basis on which they�ll be paid And they should ask bidders, as part of their proposal, to tell THEIR management plan � how they manage their projects, their staff, their internal reporting structure, their tracking tools, etc. Ok, back to the components of an RFP - #4 � The Management Plan This is where the state outlines its own roles and responsibilities, and what the process will be for holding contractors accountable for their work Who the contractor will report to How often the state expects formal and informal reporting Any specific reporting tools or methods required How contractor work and deliverables will be evaluated and the basis on which they�ll be paid And they should ask bidders, as part of their proposal, to tell THEIR management plan � how they manage their projects, their staff, their internal reporting structure, their tracking tools, etc.

88. Components of an RFP Evaluation and Award Process Identify evaluation criteria Specify weight or points for each one Describe the scoring process Specify the minimum technical score Explain how bidders will be notified And finally � INDICATE SLIDE bidders need to know what it will take to get this contract. States should lay out their evaluation criteria so vendors can see what�s important to the state. The criteria needs to be balanced, and should support what the state said your requirements were. For example: It wouldn�t make any sense to say in the solicitation instructions that you want to see r�sum�s for every level of staffing assigned to the project, right down to the janitor in their data center, and then assign no points to professional experience. Or requiring references of previous customers, and then assigning no points at all to that element. We want states to understand: You cannot rank a vendor up or down in your evaluation of them on the basis of things that were not in your evaluation criteria. And finally � INDICATE SLIDE bidders need to know what it will take to get this contract. States should lay out their evaluation criteria so vendors can see what�s important to the state. The criteria needs to be balanced, and should support what the state said your requirements were. For example: It wouldn�t make any sense to say in the solicitation instructions that you want to see r�sum�s for every level of staffing assigned to the project, right down to the janitor in their data center, and then assign no points to professional experience. Or requiring references of previous customers, and then assigning no points at all to that element. We want states to understand: You cannot rank a vendor up or down in your evaluation of them on the basis of things that were not in your evaluation criteria.

89. DO v Ensure that RFPs contain enough detail to clearly define requirements. So, here are a few guidelines �So, here are a few guidelines �

90. DO v Describe requirements and timeline expectations in specific terms to provide the contractor with adequate information to develop a responsive bid.

91. DO v Describe acceptable levels and measures of performance for products and/or deliverables. Holding back a % of the payment until performance targets are met is one way hold the vendor accountable for results. Holding back a % of the payment until performance targets are met is one way hold the vendor accountable for results.

92. And since we are relying on mere mortals, who are busy with the full time jobs they already have�And since we are relying on mere mortals, who are busy with the full time jobs they already have�

93. DO v Assign people with enough technical expertise to the evaluation panel v Allow them enough time to really read and score all the proposals v Provide them training on how the process works and what the selection criteria mean

94. DO Describe the performance and other relevant requirements of the procurement. DON�T Specify a �brand name� product instead of allowing �an equal� product to be offered, unless you�re talking about a state technical standard.

95. DON�T Place unreasonable requirements on firms to qualify to do business. Can anybody think of an example of an unreasonable requirement? How about requiring them to keep the entire project team on reserve for the entire life of the project, even though you won�t need technical doc writers until 9 months in, and trainers until 2 years in?Can anybody think of an example of an unreasonable requirement? How about requiring them to keep the entire project team on reserve for the entire life of the project, even though you won�t need technical doc writers until 9 months in, and trainers until 2 years in?

96. DON�T Specify geographical preferences. Although we know that some of the ARRA money out there right now requires the use of small or local business in some cases.Although we know that some of the ARRA money out there right now requires the use of small or local business in some cases.

97. DON�T Require unnecessary experience and excessive bonding Include unlimited liability clauses

98. DON�T Use noncompetitive pricing practices between firms or affiliated companies Permit organizational conflicts of interest Allow noncompetitive awards to consultants on retainer contracts Take any arbitrary action in the procurement process These are all about keeping the bidding process fair and open!!These are all about keeping the bidding process fair and open!!

99. Price has to be balanced against technical score, or you can end up with some very unpleasant results. We recommend 20-40% for price. So when a state making up the scoring criteria, and deciding how much of the weight or the available points to assign to price, we ask States to test the math, and make sure that they haven�t allowed price or technical to be so strong that highest technical score or lowest price is a slam dunk, no matter how the other scores turn out. Price has to be balanced against technical score, or you can end up with some very unpleasant results. We recommend 20-40% for price. So when a state making up the scoring criteria, and deciding how much of the weight or the available points to assign to price, we ask States to test the math, and make sure that they haven�t allowed price or technical to be so strong that highest technical score or lowest price is a slam dunk, no matter how the other scores turn out.

100. WHEW! Are we done yet?

101. (But almost�)

102. Contracting! Taking out a contract�uh�I mean, writing a contract is SOOOO important. We want states to understand It�s their protection. It may seem like a lot of legalistic boilerplate jargon. But we�ve seen, in even some very recent examples, how important contract language is. It�s THIS document that will protect against poor performance, and give the state the tools they need to protect the investment they are making. They (hopefully) went to great lengths to choose the right contractor. We don�t want them to lose their steam before they finish that process by putting into place a strong contract. A state�s procurement office no doubt has a basic contract that nearly everyone starts with. But we�d also like the department or project head to actually KNOW the procurement laws or policies that apply to them, so they�ll know where they have flexibility. And again, look to other states who�ve had good, strong relationships with their vendors WHILE succeeding in enforcing the terms of their contracts for good examples. And of course � turn to Handbook 901. Contracting! Taking out a contract�uh�I mean, writing a contract is SOOOO important. We want states to understand It�s their protection. It may seem like a lot of legalistic boilerplate jargon. But we�ve seen, in even some very recent examples, how important contract language is. It�s THIS document that will protect against poor performance, and give the state the tools they need to protect the investment they are making. They (hopefully) went to great lengths to choose the right contractor. We don�t want them to lose their steam before they finish that process by putting into place a strong contract. A state�s procurement office no doubt has a basic contract that nearly everyone starts with. But we�d also like the department or project head to actually KNOW the procurement laws or policies that apply to them, so they�ll know where they have flexibility. And again, look to other states who�ve had good, strong relationships with their vendors WHILE succeeding in enforcing the terms of their contracts for good examples. And of course � turn to Handbook 901.

103. Contracts Handbook 901 Chapter 6 � Procurement All the goodies � Contract components, terms and conditions, checklists � including FNS-required provisions First of all, if you recognize this band, congratulations! The census bureau says you are eligible to retire this year. If you are interested in reading the goodies that FNS requires or recommends, check out Handbook 901, chapter 6. First of all, if you recognize this band, congratulations! The census bureau says you are eligible to retire this year. If you are interested in reading the goodies that FNS requires or recommends, check out Handbook 901, chapter 6.

104. Annual APDU States are required to provide an annual update on all approved multi-year PAPD/IAPD projects Allows FNS to fulfill its oversight responsibility Preparing a strong project plan in the IAPD, conducting the procurement through the RFP, and getting the right contractor is really just the beginning, isn�t it? FNS doesn�t just approve these projects and then ignore them until the pilot, or until something goes wrong. We want to stay informed. States are required to submit annual project updates, or APDUs until the project is finished. The Annual APDU can be thought of as a status report. And why should you care about this?? Because it�s the story of YOUR work. It�s going to reflect your progress and accomplishments, difficulties or changes. And in some cases, your are even going to help write it, either directly or indirectly. If you are a project management contractor, or QA or other consultant, you may actually be writing this on behalf of the state. If you are the developer or integrator, you are likely to be contributing content, in the form of schedule, scope or progress updates. To FNS, this is not just a paperwork exercise. We actually READ these, and we care.Preparing a strong project plan in the IAPD, conducting the procurement through the RFP, and getting the right contractor is really just the beginning, isn�t it? FNS doesn�t just approve these projects and then ignore them until the pilot, or until something goes wrong. We want to stay informed. States are required to submit annual project updates, or APDUs until the project is finished. The Annual APDU can be thought of as a status report. And why should you care about this?? Because it�s the story of YOUR work. It�s going to reflect your progress and accomplishments, difficulties or changes. And in some cases, your are even going to help write it, either directly or indirectly. If you are a project management contractor, or QA or other consultant, you may actually be writing this on behalf of the state. If you are the developer or integrator, you are likely to be contributing content, in the form of schedule, scope or progress updates. To FNS, this is not just a paperwork exercise. We actually READ these, and we care.

105. Purpose of Annual APDU  Keep a State�s PAPD/IAPD current by periodically updating FNS on project status: Progress, accomplishments, and issues Changes or adjustments in plans or approaches Changes in budget or expenditures Changes to schedule Mechanism to request approval for successive phases of project (if limited approvals were initially provided) The ANNUAL status report should not really contain any big surprises. It�s the report we get when things are pretty much going according to plan. Examples of changes that may occur include minor problems encountered, changes in project approach, or minor adjustments in budgeting or scheduling. If FNS initially granted a limited or conditional approval for the project, the Annual APDU may be used to request approval for successive phases of the project. As a vendor, it�s useful for you to know your clients� anniversary date, so that you can be prepared when they ask for input and support to prepare the APDU, or be aware that the PM has that deadline on his calendar. The ANNUAL status report should not really contain any big surprises. It�s the report we get when things are pretty much going according to plan. Examples of changes that may occur include minor problems encountered, changes in project approach, or minor adjustments in budgeting or scheduling. If FNS initially granted a limited or conditional approval for the project, the Annual APDU may be used to request approval for successive phases of the project. As a vendor, it�s useful for you to know your clients� anniversary date, so that you can be prepared when they ask for input and support to prepare the APDU, or be aware that the PM has that deadline on his calendar.

106. Threshold Triggers  for APDU As Needed A significant increase in total project costs FSP >$1m or 10% of the total project cost,whichever is higher A significant change/delay to major milestones in project schedule FSP >120 days The other kind of APDU is the �AS NEEDED�. As the name implies, this is an update that the state must do when a significant change occurs between annual updates. These changes to an approved PAPD or IAPD must be reported to FNS as soon as the State becomes aware of them, and an APDU As Needed should be immediately prepared and submitted promptly. Examples of changes include things like this (indicate screen)- increases in project costs or delays to project milestones. States are liable for the costs of project changes that do not comply with the APD document which was initially approved. Note that if WIC is involved in the project, it�s thresholds are lower! And why would YOU care? Because often you are the first to know when something big is changing. Of course you�ll be discussing it with the state immediately, but it would help them if you asked �Do you need to notify the feds about this?� �Does this cross the federal threshold?� It�s their responsibility to communicate with us, but a prompt from you might make them realize it, and talk to us before they jeopardize funding by proceeding without approval. If they lose funding, it can affect the project, and you. The other kind of APDU is the �AS NEEDED�. As the name implies, this is an update that the state must do when a significant change occurs between annual updates. These changes to an approved PAPD or IAPD must be reported to FNS as soon as the State becomes aware of them, and an APDU As Needed should be immediately prepared and submitted promptly. Examples of changes include things like this (indicate screen)- increases in project costs or delays to project milestones. States are liable for the costs of project changes that do not comply with the APD document which was initially approved. Note that if WIC is involved in the project, it�s thresholds are lower! And why would YOU care? Because often you are the first to know when something big is changing. Of course you�ll be discussing it with the state immediately, but it would help them if you asked �Do you need to notify the feds about this?� �Does this cross the federal threshold?� It�s their responsibility to communicate with us, but a prompt from you might make them realize it, and talk to us before they jeopardize funding by proceeding without approval. If they lose funding, it can affect the project, and you.

107. And together, with our help�And together, with our help�

108. And yours We can help the states succeed! Handoff to Vendor rebuttal.And yours We can help the states succeed! Handoff to Vendor rebuttal.